the 10th annual library leadership institute preserving our past: creating our future hong kong....

The 10th Annual Library Leadership InstitutePreserving our Past: Creating our FutureHong Kong. 16-20 March 2012.

Jeff Trzeciak

Moving Forward StrategicallyImplementing Assessment in Your Library

邁向前的策略 : 在圖書館實施評估

________________________________________________________________________________ McMaster University Libraries • library.mcmaster.ca • 905.525.9140 x22533 • library@mcmaster.ca

Moving Forward

Strategically

Implementing Assessment in Your Library

The Problem• In libraries, we craft

thoughtful, poetic strategic plans

• BUT we fall down when it comes to executing and managing the Plan.

• Result: Wasted time and resources, frustrated staff, tarnished image…

We aren’t alone..studies show…

• Only 37% of staff have a clear understanding of what their organization is trying to achieve.

• Only 20% see how their tasks align with their organization’s goals.

• Only 20% are enthusiastic about their organization’s goals

Stephen Covey, The 8th Habit, 2006.

The FULL Planning Cycle

The Back Story• Historically: one of few units

on campus with any Strategic Plan.

• Carefully crafted but:

– Not always that “strategic”

– Not always understood (too much jargon)

– Gathered dust from year to year

– Dreaded and hated

Time for Change

• New University Librarian appointed in 2006. Jeff brought a new vision (high tech, learning-centred…)

Step #1: Employee Input• 2 half-day workshops (50

participants) in July ’07• Small group discussion,

then report back:– A: What will libraries

look like in 3-5 years?– B: Draft a vision and

mission. – C: Draft lists of

initiatives

Step #2: Leadership Retreat

• 2 days of facilitated discussion with consultant– A: Read staff input from workshop.– B: Crafted draft mission, vision, value

statements– C: Re-read staff input– D: Drafted 8 very rough strategic

directions (areas of focus, buckets)

Went public with mission,vision & values

SETTING GOALS & IDENTIFYING INITIATIVES

Step #3: Staff Workshop (Strategic Directions, Goals & Initiatives)

• Two half-day workshops.

• Tables assigned 1 of the 8 strategic directions. Identified key initiatives for each direction.

• Used dotmocracy to determine support.

Step #4: Staff Teams

• Spring 2008: struck 7 teams of staff (1 for each strategic direction).

• Teams asked to draft (3-year) goals and action plans.

Completion

• Teams produced slates of goals and initiatives.

• Vetted by senior leadership team.

• Held Town Hall for all staff.

• Posted on website as our final plan.

• Glossy brochure created.

What we did right

Lots of big new “out of the box” ideas

Involved large numbers of staff

Linked initiatives to specific goals (at least loosely)

Assigned accountability

Publicized the results

BUT….too many initiatives!

Resourcing the Plan

• September 2008: Created the Organizational Analysis group

• A Key Role: Oversee the planning process (including initiative management)!

Organizational Analysis Group

MANAGING STRATEGIC INITIATIVES

Regular Reporting

• Project leads expected to submit brief reports on their work 3 times a year (then file a final report).

• Use Google Docs to submit

• For many projects, it’s a 15-minute exercise

Sample Project Update Key Achievements Since Last Report•Secured funding from donor•Architect prepared Concept Drawing

Next StepsPrepare mechanical & electrical drawings•Construct space

Changes in Scope, Time Line, Team or Lead•Eliminated *** from Plan.•Will need till Sept. to complete.

What You Need to Succeed•5 hours assistance from Marketing Librarian

On the Public Website

GoalBenchmarksEnd DateStatus

On the Staff Side

Also includes lead, team, start date.Flag changes in red.

BALANCED SCORECARD

…A new “strategy” for strategic planning…

• March 2009 – McMaster embarked along with 3 other ARL libraries on the implementation of Balanced Scorecard.

• Lead: Kathy Ball.

• Team: Vivian Lewis, Wade Wyckoff

What is Balanced Scorecard?

• The Balanced Scorecard translates an organization’s mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system.

»Kaplan and Norton, 1996

Balanced Scorecard Cycle

Only track initiatives that enhance the Library’s ability to meet its targets

Quantify!

Strong focus on communicating plan with others

McMaster University Library Strategy Map

Improve discovery of and access to

scholarly resources

Create world-class teaching & learning spaces

Strive for exemplary

service that is responsive to user needs

Marketing and Communications

Services Operational Effectiveness

Promote the Library’s

reputation and role in the discovery,

dissemination, and preservation of

knowledge

Integrate the Library into the

University’s teaching, learning,

and research mission

Develop highly-trained, technologically

-fluent superlative

Nurture a healthy,

collaborative, and dynamic

work environment

Nurture a healthy,

work environment

Grow an evidence-based

culture that encourages

innovation and risk taking

Secure appropriate financial resources to maintain a world class

research library

Mission: advance teaching, learning and research at McMaster by teaching students to be successful, ethical information seekers, facilitating access to information resources, providing welcoming spaces for intellectual discovery and promoting the innovative adoption of emerging learning technologies

Track efficiency and effectiveness of Library programs and services

Enhance the Library’s commitment to strategic

planning

Rev. July 22, 09

Mapping the Existing 7 Strategic Directions to the new Strategy Map

scholarly resources

Create world-class teaching & learning spaces

Marketing and Communications Services

Operational Effectiveness

knowledge

-fluent superlative

Nurture a healthy,

work environment

Nurture a healthy,

work environment

research library

Track efficiency and effectiveness of Library programs and services

planning

Rev. July 22, 09

BSC – Will force us to be more disciplined

Track efficiency of library programs and services.

MEASURE

1. % of new monographs that circulate within two years of acquisition

TARGET

INITIATIVE

Why have measures in the Balanced Scorecard?

• To show progress: how well are we doing in implementing our strategy?

• To drive behaviour: what gets measured gets done!

Developing measures

• Identified leads to develop 5 to 7 possible measures for each objective on the strategy map

• Leads created small working groups (staff, faculty, students) to assist them

What makes a good measure?

• Specific – clear, precise, accurate

• Measureable – numeric and quantifiable

• Actionable – results easily interpreted, you know what actions affect the measure

• Repeatable – you can consistently gather data over time

• Timely – appropriate frequency, readily captured and analysed

From strategy map to results

WHAT HAPPENS TO OUR EXISTING STRATEGIC

Mapping it Over

• Once finished, Balanced Scorecard becomes the framework for our Strategic Plan.

Mapping it OverStrategic Plan Component from ‘08/’09

What’s Happening when we move to BSC?

Mission No change

Vision No change

Values No change

7 Strategic Directions 11 objectives (Strat Map)

# Measures (new)

# Targets (new)

69 Initiatives # Initiatives (must link directly to improving results on scorecard).

ExerciseWorking as a group share your experiences with assessment. How are you currently showing your library’s value to your university? What do you think works well? What have you discovered that does not work well? What are your future assessment plans?

the 10th annual library leadership institute preserving our past: creating our future hong kong....

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